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KaiserBy Eric Pfeiffer
Case Study: Kaiser Permanente
Corporate Headquarters | Oakland, Calif.
Year founded | 1945
CIO | Clifford Dodd
IT employees | 5,000
Business units | 29 medical centers, 423 medical offices, 11,345 physicians
Revenue | $19.7 billion in 2001, up 11.3% from $17.7 billion in 2000
Net income | $681 million in 2001, up 16.6% from $584 million in 2000
IT budget| 5% to 7% of operating revenues
For CEO David M. Lawrence, 1997 was the year to seriously entertain the notion of staging a palace coup. Nothing seemed to be going right for his nonprofit, Kaiser Permanente, the largest HMO in the United States. For the first time in its 52-year history as a healthcare innovator, Kaiser was bleeding money: In 1998, it would post a $288 million net loss on sales of $15.5 billion. One reason was that the HMO was forced to send many patients to costlier, non-Kaiser specialists because it had underestimated demand.
Yet like the rest of the hypercompetitive healthcare industry, Kaiser also was suffering from red tape, mind-boggling complexity, rising drug and care costs, and excessive overhead: Of the $1.2 trillion Americans spend annually on healthcare, some $250 billion to $450 billion is spent on administrative costs.
Kaiser was also stymied by its far-flung and decentralized culture, which stretched over a geographical area of some 10,000 square miles, from Washington to Honolulu. Its three unitscomprising 29 medical centers, 11,000 doctors and the insurance company that pays for it allwere, for the most part, calling their own shots, without any central oversight regulating the purse strings. "The [competitive] pressures of healthcare became so great that the organization panicked," says Robert Pearl, CEO of The Permanente Medical Group, the unit of Kaiser that represents the HMO's doctors. "Everyone closed wagons around each of the separate parts. The entire fabric of the organization got torn asunder."
CEO Lawrence saw the need to give Kaiser emergency tech care. Patient records were still being kept on paper and carted around in fleets of trucks from one doctor's office to another. IT, Lawrence believed, would not only digitize those records, but also streamline time-consuming administrative procedures, cut error rates and greatly enhance the quality of Kaiser's medical care. Keeping doctors more up-to-date on the latest medical information via the Web, he believed, also would give companiesand consumersmore of a reason to pick Kaiser over other HMOs.
There was just one problem: Kaiser's IT department was as balkanized as the rest of the organization. Each of the nonprofit's seven regionsCalifornia, Colorado, Georgia, Hawaii, the Mid-Atlantic, the Northwest and Ohiohad its own CIO and its own IT agenda. Adding to those layers of red tape, the nonprofit also had 27 different financial ledgers and 13 different data centers. Even Kaiser's most important IT initiativea long-standing project aimed at digitizing all 8.2 million patient medical recordsdid not have a coherent project, vendor strategy or implementation plan. Each region was spending millions to devise its own digital records system, paying no heed to what anyone else was doing. "I began to get really nervous about the amount of money each region was spending on this," says Lawrence. "Everyone was doing their own thing. I needed more control over spendingand direction."
Bitter Medicine
Bitter Medicine
What he needed was to dismantle the regional IT officesfast. So Lawrence did something dramatic and rather unorthodox in the conservative, consensus-driven healthcare culture: He announced that IT at Kaiser would be centralized. Goodbye, regional control and cultural autonomy. Each unit would now report to a national CIO. And local executives who refused to go along? They'd get no more IT funding. Lawrence appointed Tim Sullivan, the ex-CIO of First Interstate Bank, to be Kaiser's first national CIO. The immediate goal: savings in the millions and a break in the cultural logjam surrounding IT at Kaiser. "If you look at the history of IT rollouts," Lawrence says, "you see moments where the leadership had to act this way to get anything done."
Kaiser, five years and some $2 billion in IT investments later, is still trying to make progress, and the cultural uproar triggered by Lawrence's no-holds-barred ultimatum still rankles. For some, Lawrence's decision was akin to a declaration of war. "Up until the time of his decision," says Henry Neidermeier, a Kaiser IT executive in charge of Web development, "Kaiser was run as a collegial organization, not like a corporation. Physicians had been making all the decisions." Lawrence, a former physician himself, says it was the toughest management decision of his career. "It was a unilateral action," he says. "I was deeply criticized and resented. I had several very, very uncomfortable conversations with physician leaders."
Lawrence says he remembers more than one shouting match with physicians he had known for years, including several calls by some physicians for his ouster. Andy Wiesenthal, a doctor in Kaiser's Colorado region recalls: "There was open dissent it was a very difficult time." Almost overnight, Wiesenthal, who was critical of Lawrence's mandate at first, suddenly found he no longer had an IT department to generate his analytical reportsit had been dismantled and most of the IT workers were relocated to Kaiser operations in California. "All the people were gone. The rooms were empty. The mainframe was removed," Wiesenthal says. "The message was impossible to miss."
While he understood the need for a national CIO, Wiesenthal, like many other doctors at Kaiser, also worried that centralization would cause service to suffer: In 1997, an error made by an IT programmer caused Kaiser to inadvertently send confidential health information for 858 patients to the wrong e-mail addresses, fueling charges of privacy violations that made headlines and only bolstered resistance among many Kaiser physicians to Lawrence's technology mandate.
His decision also spurred a flurry of discussion outside the company. For years, the medical industry, considered a technology laggard, had tried but failed to digitize operations. Like Kaiser, most have had to struggle against cultural barriers, administrative complexity, legacy systems, cost constraints and regulations governing the exchange of patient information to make any progressand usually came up far short: According to Gartner Inc., fully 85 percent of hospitals and other healthcare providers say they still don't know if they have the equipment or infrastructure to accommodate e-health, and budgets are too slim to realize change anytime soon. "Anyone who tries to do the right thing IT-wise in healthcare today is running huge cultural and financial risks," says Uwe Reinhardt, a health economist at Princeton University.
Indeed, the Kaiser experience shows how difficult IT reform can be. Since embarking on its Net effort in 1997, the HMO has fallen nearly two years behind schedule. It now expects to have back-office, insurance and patient records fully digitized by 2005 or 2006, rather than by the end of this year. Cultural battles have triggered long delays in the launching of some pilot programs, doctors in many regions still resist change, and spirited arguments continue over which technologies should be purchasedand from whom. Says John Glaser, vice president and CIO of Partners HeathCare System Inc. in Boston: "When I first heard about Kaiser's move to nationalize the IT department, I knew it would be tricky." Dozens of doctors resigned rather than work through the changes. "We may have underestimated the complexity of this undertaking," Lawrence admits.
Still, Kaiser is starting to see results. Among them: a 20 percent drop in drug costs at some clinics, thanks to an in-house network that doctors tap into from keyboards and flat-panel screens attached to the wall in each examining room that suggests cheaper drug alternatives. In addition, a digital records system in Colorado has cut the number of emergency-room visits by up to 10 percent because nurses staffing call center desks are able to summon updated patient records in seconds, discouraging unnecessary visits which, in the past, might have been based solely on incomplete knowledge of the caller.
Kaiser also has started to reform purchasing, building separate sites so doctors and administrators can order everything from bandages to CAT-scan machines over the Net for volume discounts. Waste and errors are also on the mend: In Kaiser's Northwest region, for example, doctors used to have to repeat 10 percent to 15 percent of patient tests because of lost paperwork or illegible doctors' handwriting. Not anymore. Says Lawrence: "We're just now seeing the first glimmers of the impact IT is going to have on the delivery of healthcare."
But cultural challenges remainand not just for Kaiser, but throughout the healthcare industry. Technology progress, Lawrence insists, cannot remain the sole call of physiciansa traditionally independent, authoritative group at continuous cross-purposes with IT projects aimed at creating tighter accountability, efficiency, and caps on doctor fees and drug prices. "You can't have IT unless you have strong leadership," says Keith Fraidenburg, vice president of education at CHIME, the College of Healthcare Information Management Executives. "Many hospitals and health systems use IT, but their effectiveness is often hampered by dated technology, disparate systems that can't be integrated to achieve efficiencies, and people and processes that undermine IT's potential. This is an industry steeped in tradition and known for physicians with strong resistance to change."
To be sure, at Kaiser, some doctors and nurses continue to balk. When a pilot patient Web site launched in Portland, Ore., Shirley Corbari, a registered nurse and consultant, feared that a patient somewhere with a 103-degree fever or shortness of breath would send a "nonurgent" e-mail message to a Kaiser nurse asking for advicewhen what he or she really should have been doing was calling for an ambulance. Specialized training of nurses and doctors on the systems has diminished such fears, along with new Web site designs that promote electronic messaging only for members interested in preventive care. But hurdles remain. Says Lawrence: "Much of this IT rollout has had to go one doctor at a time."
The IT staff also has had to take its lumps. CIO Sullivan had to impose strict project management controls on a crew thatwhether because of the cultural resistance to change or in spite of ithad been largely held unaccountable for cost and time overruns, a situation not unlike other IT operations at other medical centers. Says Princeton's Reinhardt: "IT folks have always so overpromised what IT will do, that everyone feels let down. It is really a story of a great dissonance in the health field between promise and delivery. Healthcare IT people tend to be like drunken lovers at a bar: big talk, modest follow-through."
Life Support
Life Support
Lawrence's attempt at shock therapy was an effort to put some action behind the big talk. His move, he says, triggered "a very serious conversation" within Kaiser over what the HMO's goals should beand how the organization should be governed.
To centralize and legitimize decision-making, he immediately set up a Kaiser-wide leadership committee, called KPPGwhich stands for Kaiser Permanente Partnership Groupwith membership drawn from administrators, doctors and IT staff within Kaiser's three central divisions. The group was given four broad initiatives: create a centralized digital medical records system; construct a single consumer Web site; build a system by which medical supplies, from bandages to heart monitors, could be purchased online; and consolidate back-office operationsthen more than 50 different payroll and HR systemsonto a single IT system.
Lawrence gave the group a budget, which at first, fell way short of the mark. ("We under-resourced this project in the early stages," he says now.) He also gave Sullivan and the KPPG team a deadline of 2003 to complete most of the changes (which Kaiser says it will miss by one to three years). And he told them the ultimate goal was to digitize patient records. "You can't cut costs and keep care from falling without effective use of IT and digital patient records," he says.
Automating the patient records system had been a goal of Lawrence's since 1984, when he cut short his tenure as a county public health official in Oregon to enroll in Harvard's MBA program. There, he heard some of the nation's most forward-thinking healthcare administrators of the day talk about the then-fledgling managed care movement and also about how automation could help the patient care industry save billions. The advent of the Internet nearly a decade later only stoked his zeal. Lawrence knew that the challenge could be overwhelming. "The digital patient record is extremely expensive and complex," he says. Problems with incompatible legacy systems, the sensitivity of medical data and other administrative headaches had also discouraged others from trying reforms. But Lawrence was convinced it was the only way to keep Kaiser in the game for decades to come. "It was a huge, bet-the-farm decision," he says.
To pull it off, though, would require not only technical integration, but management savvy. Shortly after issuing his IT ultimatum, Lawrence initiated his 80-20 Rule for managing changenamely, a strategy to identify the most important and useful features in an IT application and then drive their adoption while disregarding the less important ones. Says Lawrence: "Many IT strategies fail because they try to cast a net so wide, trying to get everyone's needs met, that it all gets way too expensive and slows down the process."
Case in point: Even the task of choosing which digital records system to start rolling out nationally brought major pain to Kaiser. The KPPG team first narrowed its choice to competing pilot projects from Kaiser's Colorado, Oregon and Southern California regions. But a heated debate ensued: Each region felt its solution was the best one, and each project had advantagesand allies on the KPPG teamthat the others did not.
After a two-year standoff, Lawrence once again had to play hardball. Colorado's project would get the nod, he decidedbut Kaiser lost two years of potential cost-savings in the process. "In retrospect, I should have moved faster," Lawrence says. The lesson? "Any major [technology] change has to be made by strong leaders, not by lower levels of the organization." And Lawrence says IT reforms in the healthcare industry can't wait for consensus.
Consider Kaiser's ex-CIO Sullivan. After two years, sources inside Kaiser say, the combination of cultural warfare and tight resources finally got to him. Sullivan resigned two years ago and declined to comment for this story. Quipped one source: "He thought the infighting was worse than in Congress."
Rx for Change
Rx for Change
Whatever the cause, Lawrence says he's more sober about the challenges ahead but no less committed. New CIO Clifford Dodd, a former software systems chief for American Express and ex-CIO of Qwest Communications, will not face all of the problems Sullivan did. Kaiser now has one public Web face, down from dozens, enabling it to better control its brand. The HMO, as of December, had fully rolled out its digital patient record system in Hawaii. In Colorado, pilot projects are under way. Kaiser doctors in both states now look at 1 million digital medical records and write 200 to 400 progress notes in cyberspace per month.
Dodd says he will continue working to bring the other regions online and build an IT infrastructure to electronically link its hospitals and clinics with Kaiser's doctors and technical, administrative and clerical employees.
Lawrence is optimistic. He hired Dodd for speed: As Qwest's CIO, Dodd moved two huge back-office systems onto a single platform in six months. But Dodd acknowledges that the cultural roadblocks facing him at Kaiser are considerable. "Success for IT people at Kaiser is never 100 percent," says the HMO's Neidermeier, adding that even Kaiser's push to cut its data centers from 13 to two has been flawed by the fact that there are still a couple of mini-data centers operating in Oregon in violation of the nationalized IT operation. "You decide what fights you are going to fight," Lawrence says, citing his 80-20 Rule and applying it to management in this case. "Most of the switch to centralization has been made."
But Dodd says he's battle-ready for whatever lies ahead. Since coming on board in January, he has formed a half-dozen cross-cultural software development teams within the IT organization. Each team is charged with helping to build consensus from the ground up for a set of technology priorities going forward. "IT can go a long way to knit together warring camps," Dodd says. The carrot: new performance review processes that make cooperation a virtue and reward the goal of measurable ROI over cultural squabbling.
But can Kaiser change fast enough? Wiesenthal, though an IT convert, is less sanguine. Sure, Kaiser's digital revolution could be just what the doctor ordered on the cost-cutting and care front, but the patientKaiser, in this casewill need to stay on life support for a while longer. With Kaiser's number-one IT champion, Lawrence, set to retire in June, it's not clear whether the HMO will keep taking its medicine. "It's important that we keep focused on IT," Wiesenthal says. "I don't think anything will happen to distract us, but without [Lawrence], it's still possible we could lose our way." Not a hopeful prospect for an HMOand a CEOso keen on recovery.
ERIC W. PFEIFFER is a consulting editor for Forbes ASAP and a contributor to Red Herring magazine. CIO Insight researcher Kathleen Paton contributed to this story.
's Technology Rx">
Kaiser's Technology Rx
Kaiser Permanente is using the Net to improve healthcare while cutting costs
Problem: Prescription drug costs are rising 19% annually.
Solution: Kaiser's in-house intranet suggests cheaper drug alternatives or less dangerous medications to doctors who prescribe drugs to patients.
Payoff: Drug costs have dropped 20% at some clinics, legal costs are down, and incorrect prescriptions have been reduced.
Problem: Fees for services vary widely across the nation.
Solution: The company's physician-care network taps into a database that suggests standard treatments aimed at containing excessive charges.
Payoff: Healthcare costs have been reduced by 5% to 19% across Kaiser's operations.
Problem: Between 10% and 15% of patient tests must be repeated because of lost or misread records.
Solution: Kaiser creates digital records that can easily be accessed by authorized medical personnel.
Payoff: Duplicate tests have been virtually eliminated in some clinics, for a cost-savings of about $1 million in Kaiser's Northwest unit last year.
Problem: Emergency-room visits, among the costliest in the system, are on the rise.
Solution: A digital medical records system is deployed in a Colorado pilot project.
Payoff: The number of emergency-room visits handled through Kaiser's Colorado region decreased by 5% to 10% last year, saving the company millions.
The Strategic Application of Information Technology in Health Care Organizations
By John P. Glaser
John Wiley & Sons Inc., January 2002
Strategies for Healthcare Information Systems
By Robert Stegwee and Ton Spil
Idea Group Publishing, 2000
The College of Healthcare Information Management Executives is a professional organization of healthcare CIOs.
The Healthcare Information and Management Systems Society is a nonprofit organization dedicated to promoting a better understanding of healthcare information and management systems.


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BBC News
- Covid: MPs to vote on renewing emergency powers
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- 'No reason' for egg freezing 10-year storage limit
- Wales Covid lockdowns: 'Grave concern' over socialising in houses
- Brexit: Government plan gets MPs' final backing
- Victorian Society risk list: Auf Wiedersehen, Pet pub added
- Covid student chaos: Paying £30k a year and begging security for food
- East and West Midlands travel card plans announced
- Black History Month: Postboxes painted to honour black Britons
- Coronavirus doctor's diary: Trying out tech that may help make worship Covid-secure
- Coronavirus: 'We have next to no income. There is no help for us'
- Covid in Scotland: How amateur musicians have adapted
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- Covid rules: How much of the UK is now under some sort of lockdown?
- Your tributes to those who died as toll passes 1m
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- Freddie Flintoff's bulimia documentary: 'It gave me a sense of relief'
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- 'If you steal music, you aren't a real music fan'
- Hydrogen-powered train makes UK maiden journey
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- Jet suit trial for Great North Air Ambulance paramedics
- Birmingham mum turns to pedal power in lockdown deliveries
- Covid 19: Boris Johnson 'misspoke' over North East restrictions
- Lockdown students: 'There's a communal sense of anger towards the government'
- Newspaper headlines: PM 'hasn't a clue' and 1m missed breast cancer scans
- Carole Packman murder: Russell Causley parole to be 'reconsidered'
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- Covid 19: Five staff members and one patient test positive at RVH
- Covid-19: Royal Glamorgan Hospital cuts services as cases rise
- East of England Ambulance Service: Bullying 'normalised', report says
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Homes for SALE / Flats for SALE in BOTESDALE
Homes for RENT / Flats for RENT in BOTESDALE

subset: commoncrawl


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Surprising to some, Private Equity is in all areas of business, big and small, public and private. The public market is doing what Sony and the big kingpins of music did – dying. More companies are partnered with Private Equity and the hiring practices are different.
Peter Ploughs from Phoenix Executive Network asked me to present to a group of top C-Suite people about how to get hired to work with Private Equity. Here is a list of the top ten ways to get hired by Private Equity, specifically when they are partnered with a family business:
1. Know how Private Equity works.
I recommend calling companies, not Private Equity, as the owner-operator tends to originate the jobs. Private Equity people are busy and are less likely to see you. The chart shows the wide range of companies working with Private Equity and they have degrees of bureaucracy and risk depending on the type of business.
Match yourself to your preferred style. If you are a corporate "intrapreneur", you will hate working for a family business with fewer systems, even if it is $500M in revenues. Know yourself and be honest.
2. Be Likeable
Unlike a corporate position, Private Equity jobs in family businesses will require 5 to 10 years of commitment. If the owner is meeting you, it is critical you make a connection and the owner can see themselves spending time with you and even your family. How you "feel" to the family business team will be the most important criteria for hiring. If the family business owner likes fishing and you do too, good news. Family business hiring is quirky. If the owner does not like golf players as he believes they waste time, and you have golf listed as an interest, it could prevent a second interview.
3. Be Trustworthy
It comes back in spades. When hiring, family business owners and their private equity partners will call wide and far to find out details on character as well as competencies One story of questionable behaviour and they will turn down the candidate. On the resume, they will want to see you have not bounced around companies and have been promoted. Talk about why you switched jobs.
4. Engage
From the start of a conversation, the owner and CEO is imagining working with you. How will it feel and how are you with problems? Behave as if you are working with them already, rather than pitching for the job. Give ideas and email 100 day plans or strategy. One COO was offered a salary and he chose to send the "no" reply by email on a Friday afternoon. What a difference if he had just got on the phone. The owner and Private Equity asked "Is this how you will deal misunderstandings with our clients?"
5. List business details
The size of past company revenues and growth rates are of great interest to Private Equity and business owners as growth is their goal. They are looking to match the size of business where you have worked with their company. If you were in a $30M revenue company and helped grow it to $100M, this is what they want to hear. What did you do personally to add to the growth?
6. Be "Game On"
This has always been a tenet of good business, but when getting hired by a business partnered with private equity it will be critical. Pay attention to every "Moment of Truth" - how you present yourself to anyone involved with the position. One CFO was approved by the owner and needed the final nod from Private Equity. Thinking that it was fine to be casually dressed as if visiting the plant, this CFO attended a Bay Street lunch in a golf shirt. His insensitivity to social context meant he lost the job offer.
7. Develop Your Mantra
Give a quick verbal one liner to snapshot what you love to do. Think about an accountant. Would it be easier to get an idea if she says, "Empowering clients to reduce their business and family tax over the life of the business". Position yourself as early in the conversation as possible to not waste anyone's time.
8. Share stories
People love stories—about how you contributed to your last company, or about an interesting product or a business development program you did that brought in a surprising client. Keep the stories short and simple. A picture is really worth a thousand words too.
9. Remove the road bumps
Have your LinkedIn profile with a good photo (not with your baby) and recommendations. You will show your organization skills if you email your resume labelled with your last name, first name, date and if you mention you have references. Offer to buy a coffee. Make it attractive.
10. Family Business really means Family
For family owned businesses, the rules are very different. They may invite you for dinner. Your wife will be seated next to the owner. The CEO and Private Equity will be paying excruciating attention. Your wife could sink the deal – better to leave her at home if she is ticked off with you. Advise her not to share that "Joe is messy or lazy" or to flirt with the owner. Pay attention to the spouse because often, they own half of the business and are crtical to the hiring decision.
If you'd like to learn more about private equity and how it works, be sure to read Jacoline's book, Money Magnet: How to Attract Private Equity to your Business. (Publisher: Wiley)


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Plant my garden!
Sit out on the patio and let the sun shine on my face!
Decorate the covered patio with spring flowers and accessories...
Maybe even buy some new patio furniture...we'll see.
I think Sassy is tired of being cooped up in the house. She is ready to get outside and run and play!
This was my honeysuckle vine the other day...poor thing! It looks so cold! I wonder if the plants and grass are ready for spring? lol...
Well, the good news is that Spring is not that far away...unless you live way up north! Here in Arkansas we usually start having some warm days in March...although we've been known to have some snow in March too. I will try to enjoy the rest of the winter days and keep dreaming of warm weather. Have a great week!!


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Collections Associate- Italian
IRELAND Sales
Job description
Collections Associate- Italian
Role Summary
Overall purpose of job:
This position takes responsibility for the collection of invoice process and uses analytical and investigative tools to manage an assigned customer base. Developing and maintaining a positive relationship with the client's customers is essential to ensuring that cash collection activities meet the requirements of the Client. Measurements of success are reducing aged debt, maximising collection and collating high quality dispute information. You will also be responsible for routine telephone calls to delinquent customer accounts, and resolving problems that delay collections, including timely and effective communication with other departments.
Main Responsibilities/Accountabilities
· Contact customers by phone and other tools to ensure timely payment of all invoices, being pro-active to ensure an overdue situation does not occur.
· Develop and maintain professional relationship with internal and external clients.
· Ensure that the collections processes followed are in adherence with Sarbanes/Oxley procedures.
· Promptly provide customer payment remittances to Accenture's cash applications team.
· Produce monthly statements in line with client processes and SOX procedures.
· Meet weekly/monthly collections targets and all SLA's.
· Escalate to management dispute information to a high degree of quality as required in accordance with escalation policy.
· Produce monthly statements to send to customers in line with clients SOX processes.
· Flexible working hours are required during client specified key periods (month end)
· Record all collections activities in a consistent manner as per client process.
Ideal candidate profile
Qualifications :
Personal Specification
Required Skills/Competencies/Experience
· 6 months – 1 years collections or accounts payable experience/customer care/sales experience in an international environment
· Strong interpersonal /business skills both oral and written with very good telephone skills
· Ability to work on own initiative in a Team environment.
· Good organisational & time management skills
· Strong negotiation skills
· Analytical approach / good problem solving skills
· Excellent reporting skills
· Competent in Microsoft Office
· Ability to establish and maintain key relationships.
· Fluency in English and Italian
• Third level qualification will be an advantage but not essential
• Intermediate Excel an advantage, but not essential
• SAP experience is preferred
Accenture is a leading global professional services company, providing a broad range of services and solutions in strategy, consulting, digital, technology and operations. Combining unmatched experience and specialized skills across more than 40 industries and all business functions—underpinned by the world's largest delivery network—Accenture works at the intersection of business and technology to help clients improve their performance and create sustainable value for their stakeholders. 459,000 people serving clients in more than 120 countries, Accenture drives innovation to improve the way the world works and lives. Visit us at www.accenture.com .
Please also note that Accenture is an equal opportunities employer and welcomes applications from all sections of society and does not discriminate on grounds of race, religion or belief, ethnic or national origin, disability, age, citizenship, marital, domestic or civil partnership status, sexual orientation, or gender identity. .


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Getting friendly (and inebriated) with the only locals around, Lynsey Wolstenholme realises what self-sustainability really means on a Mongolian yurt homestay.
After a six hour journey, along the bumpy, unpaved roads of Mongolia, I arrived at my base for the next 24 hours: a homestay nestled in the shadow of the Khogno Khan mountain. I was in the Khogno Khan nature reserve, home to wild animals, sand dunes, forests and grasslands, and I was instantly struck by the remoteness of the place. There were just two gers (yurts, the traditional Mongolian nomad tent) in an expanse of grasslands as far as the eye can see. It was incredibly peaceful yet I struggled to imagine how people could live in such solitude. It's hardly surprising though – Mongolia is one of the most sparsely populated countries in the world and due to increasing urbanisation, 45% of the population now live in the capital. This is a place where isolation is the norm.
I was warmly greeted by my hostess and invited into the family ger. Inside, it was warmly alluring; this was nothing like the sparsely furnished gers of the tourist camps but instead it was a real home. The circular room was dominated by a stove in the middle, surrounded by beautifully decorated hand-carved timber cabinets, woven yak-hair wall hangings and handmade throws on the beds, which doubled as seating in the daytime. The family took a break from their work to share a traditional welcome snack with me; a plate of goat's meat – including the skin and tail, which I tactfully managed to avoid – and a bowl of fermented mare's milk commonly known as airag. Having read about this drink I was excited to try it – this didn't last long though, as I politely polished off a bowl and realised that the sour tasting milk was not for my palette. They eagerly served me another bowl, and with an alcohol content of 2.5% I began to feel a little tipsy.
It was soon time to sober up and explore my surroundings. My driver, Mr Shiri, gave me some brief directions and off I went for a gentle hike. With the mountain in one direction and the sand dunes and grasslands in the other, my eyes were spoilt for choice. After three hours hiking in complete blissful solitude, I returned for a delicious dinner of rice with more goat, thankfully with no tail this time.
After dinner my hosts were back to work; all the animals must be herded, the horses secured for the night and the cows milked. Watching the work brought home the true meaning of self-sufficient living. The nomads rear cows and goats for meat and milk, horses for transport and milk, and even the dung is collected and dried for fuel. It felt like going back in time to a world before mass food production, supermarkets and central heating.
After the work was done my hosts and Mr Shiri joined me in the ger. We cracked open a bottle of Chinggis vodka, patriotically named after the most legendary Mongolian Genghis Khan, and settled down to play Khutser, a popular Mongolian card game. Unsurprisingly, I lost every time. Slightly inebriated it was time to pack away the cards and head to bed, but not before a last glimpse outside to gaze at the beautiful glittering starry sky, free from any light pollution – a sight I could have happily stared at for hours on end.
Perfectly rested I awoke in the morning to the sound of lowing cows, and opened the door to be greeted by several of the herd, looking curiously into my room. A delicious breakfast of pastries and fresh orum (clotted cream) was then devoured whilst I watched the animals graze. This high calorie diet suits the nomad's traditional labour intensive lifestyle and the long winters, but I could feel my waistband tightening.
I was, however, about to get some exercise – Mongolian style. No sooner than I had swallowed my last bite of omul, I spotted a horse being saddled for me. After gesturing frantically that I was a beginner, I was off on a gentle trot to the sand dunes, which felt like a mini Gobi desert – I was once again left marvelling at the beauty of my surroundings. After just one hour riding, the grasslands slowly began to disappear and I was surrounded by sand.
After I'd trotted back it was time to move on. I departed feeling grateful for the opportunity to participate in and witness the nomads lives, albeit briefly, and hoping that their nomadic traditions are not eradicated by the increasing urbanisation of the Mongolian population.
The logistics
Almost all guesthouses in the capital Ulan Bataar will offer to organise your trip (from transport to accommodation) as most people come to Mongolia to explore the rich countryside. If you prefer to plan ahead, you can email your guesthouse in advance and ask them to arrange an itinerary for you, otherwise you can discuss plans when you arrive. You can either sleep in tourist camps, do a homestay, or a mix of the two. In the countryside, you must be realistic with your time frames; the roads in Mongolia are not good and covering even short distances can take far longer than expected. If you want to visit the Gobi by road, for example, you need to allow at least 10 days (including return time to Ulan Bataar).
Explore more of Asia and get inspiration on the Rough Guides Asia destination page.


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Boil length
Brewing processes and methods. How to brew using extract, partial or all-grain. Tips and tricks.
Moderator: slothrob
Post Reply
2 posts • Page 1 of 1
Boil length
Hey, first time reader/message post... I've been reading about various boil lengths. Anyone with an opinion or experience with long boils (2-3 hrs)? While some sources say long boiling time will dissolve hot-break and result in fuller, smoother brews, others say the result is greater tannin extraction and over-caramelization resulting in harsh flavors. Thoughts?
Boil lengths
Most sources state ~90 min. for mash and ~60 for extract. Longer boils will produce a "smoother" beer, more protiens get "broken down" resulting in a clearer beer, but you do need some protiens in your beer for yeast health and head retention (FOAM). Longer boils will also make your beer darker, and increase the caramel flavor, but overdoing it leads to burnt flavors. As far as tannin extraction goes, I don't really know, but if I had to guess I would say that it really shouldn't matter as long as your wort is clear (i.e. no husk material). Longer boils could actually precipitate out more tannis, that is dissolve them with the break and they end up in the goo in the bottom of your kettle and not your wort. Decoction mashing involves boiling portions of the mash and tannins have never been a problem for me when I do decoction. It all really depends on what you want to do. Some beers, flavor wise could benefit from longer boils-dark beers,heavier beers, beer where you want to accent caramel flavors, or beers that are/were made with decoction mashes (German styles) where you want to simulate the flavors or decoction mashing without actually doing a decoction. (hmmm...Bock maybe). But don't over do it because you'll end up with very little/no head retention. How long is overdoing it? I don't know, but it is probably not too safe to go much longer than 60 min. on an extract brew, extract in a sense has already been boiled (not really boiled but cooked) you can probably play around more with all gain worts. Another thing you have to consider is that the longer you boil the more flavor you lose, this may or may not be a big deal, the flavor lost might only amount to two tears in a bucket. You've also got to keep in mind your hops. Longer, harder boils will extract more bitterness, and you will lose more flavor from them as well. Something I'm planning to do on my next batch is a longer but softer boil or simmer, I've heard that this produces a softer, rounder hop bitterness. I don't know if this is true, but I'm gonna try it and see.
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2 posts • Page 1 of 1


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In honor of our new partnership with the National Trust for Historic Preservation (to be formally announced later this week), PPS is revisiting a body of project work impacting historic places. Below we'll look at several historic train stations in New Jersey; later this week, we'll examine historic market halls and main streets.
The nation's third largest transit provider, NJ TRANSIT, has a system that includes 161 rail stations--1/3 of which are historic sites--in addition to 28 light-rail stops and more than 17,000 bus stops. Every one of these transit facilities is a natural focal point for the community, a gravity point for activity that can help to revitalize adjacent neighborhoods, improve the image of the transit agency and increase ridership. PPS and NJ TRANSIT have worked together over many years to ensure that New Jersey's bus stops and train stations live up to their potential as great public spaces. A handful of these projects (shown below) demonstrate the positive outcomes of reconnecting historic train stations to the communities they serve.


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"Spider-Man: Homecoming" soundtrack composer Michael Giacchino launched holiday weekend fireworks worthy of a Daily Bugle front page with his orchestrated version of the Webslinger's jazzy 1967 cartoon TV show theme.
Giacchino's VEVO post further stoked already skyscraper high anticipation for the flick, which opens Friday at a friendly neighborhood theater near you. But more significantly, the new take on an old tune marked the latest promising signal that the third rendering of the Spider-Man saga in 15 years will return Peter Parker to his amazing roots.
Spidey's brief foray in last year's "Captain America: Civil War" offered a taste of the anti-hero of the early Stan Lee-Steve Ditko comic book years: a raw, wisecracking teenager whose bravado masks a nerd's web of insecurities and fears. The trailers for "Homecoming" only bolstered hopes for a return to form after 2014's just-okay "The Amazing Spider-Man 2."
U.S. & World
It's risky business introducing a new Spidey in his own film a mere three years later. The Marvel icon also arrives as a late entry in what's become the summer of DC's "Wonder Woman."
But the "Homecoming" creative team is banking on mixing an old-school approach with updated elements. The casting – which includes Zendaya as love interest Mary Jane Watson and Tony Revolori as schoolyard bully Flash Thompson – reflects current-day Queens, the most diverse place in the country. Tom Holland is 21 – the youngest cinematic Spider-Man yet, and very passable as a high schooler.
The adults in Parker's life deviate from the script of the original comics, if not the spirit. Robert Downey, Jr. reprises his role as Tony Stark (aka Iron Man), who serves as Parker's verbal Ping-Pong opponent and mentor. Aunt May is a young widow played by 52-year-old Marisa Tomei, a far cry from the white-haired, physically frail Parker Family rock of comic book lore.
Tomei was toddler when the cartoon series debuted and sparked dreams of movies that took 35 years and storytelling technology leaps to realize. The TV theme song looms in the pop culture, spawning renditions from "The Simpsons Movie" goof ("Spider-Pig") to a comic courtship dance in the early 2000s British sitcom "Coupling" to Aerosmith's grinding cover for the first "Spider-Man" theatrical soundtrack in 2002.
The song has made aural cameos in various Spidey flicks, much like comic book god Lee in his human form. Giacchino's instrumental interpretation offers the latest grand variation on a theme. Even if some of it soars and veers in interesting new directions, the song largely remains the same.
Theme (from "Spider Man") [Original Television Series] by Michael Giacchino on VEVO.
Hester is Director of News Products and Projects at the City University of New York Graduate School of Journalism. He is also the author of "Raising a Beatle Baby: How John, Paul, George and Ringo Helped us Come Together as a Family." Follow him on Twitter.


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Armaf Italiano Blue Cologne
By Armaf for Men
Armaf Italiano Blue Cologne by Armaf All products are original, authentic name brands. We do not sell knockoffs or imitations.
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Customer Comments
I just received my order today (invoice#12450), and I just wanted to thank your company for a painless online shopping experience, and to say thank you for the fast delivery.
I live in Ontario, Canada and to receive an order in 3 1/2 business days from the U.S. is awesome !
I have waited allot longer for similar products ordered within my home province. Thank You! P.S. You can bet I will be referring your services to everyone I know, Great Job!
J. Barnett (Huntsville, ON)


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A tiny sea turtle bracelet in sterling silver with white gold plating finished with a shard of turquoise stone.
This bracelet measures 17cm with a 5cm adjuster chain
A symbol of the ocean, turquoise also has properties that promote strength, and protection from harm as well as clearing the mind and bringing joy and happiness.
*Each and every one of our Hanalei Bay pieces contains a unique piece of stone, so no two are alike! Therefore, the stone you receive will likely differ slightly to the one in the image, yet this gives each piece it's own character and charm.
• Designed and made in the UK
• For every honu purchase, we donate a portion of the proceeds to the Sea Turtle Conservancy
• Plastic-free packaging
• We contribute to carbon reduction via Ecologi
The Hanalei Bay collection
The Hanalei collection is inspired by royal treasures discovered off the coast of Kauai in Hawaii and the honu's that inhabit this beautiful part of the world.
A shipwreck. Almost 200 years ago, the renowned king of Hawaii, King Kamehameha II's luxurious ship was sailing back to the island of Kaua'i, when it struck the reef of Hanalei Bay and sank. In the late '90s, archeologists excavated hundreds of artifacts and royal treasures from the shipwreck, calling it the greatest treasure trove of artifacts from Kamehameha II's reign.
Our collection is inspired by this truly incredible discovery of silver, gold and opulent gemstones, and the sea turtles that we imagine swam amongst this treasure long before it was discovered.
Is this a gift?
Honu is perfect for gifting, as our invoices don't include the price and deliveries will fit through the letterbox. You can also include a personalised gift message: simply enter your text after clicking 'add to cart' and then send your order directly to the recipient.
To uphold our promise to minimise waste, we don't make gift boxes at Honu. Instead, all chains come in environmentally friendly card envelopes, and our other items are packaged in reusable cotton bags
A gorgeous gift idea for all eco-friendly babes!
We ship all orders directly from our UK warehouse. Orders are not processed at weekends or bank holidays
*Covid-19 Update*
Hand washing and sanitising is maintained at all times.
International deliveries may experience some delays in delivery time, and there are some restrictions to heavily affected countries. We advise you to check if your country is affected, click here, and we kindly ask for your patience at this time to allow extra time for delivery.
Our parcels do not require a signature therefore no human contact is required. Please see Royal Mail's website for further information.
Stay safe, honu crew!
Standard Delivery (2-5 Working Days, Royal Mail) £2.99 FREE over £35*
Express Delivery (1-2 Working Days, Royal Mail) £4.99
*cart total must equal £35 or more before delivery charge to qualify
Tracked Delivery (Approx 3-5 working days) £2.99 FREE over £35
USA, Australia* and Rest of World
Tracked Delivery (Approx 5-7 working days) £2.99 FREE over £35.
*Please note AusPost are experiencing severe delays due to Covid-19
**Please note our international delivery time frames are a guide only. We cannot account for any delays caused by customs at the destination side and we cannot be responsible for payment of any import customs fees that may occur**
We strive to process all orders within one to two days of ordering from our UK warehouse. Please note that during peak dispatch times delivery timeframes may be extended. Once sent, orders within the UK on standard delivery should arrive within a maximum of 7 working days. Express delivery should arrive within a maximum of 3 working days from dispatch
All items must be in their original packaging and unworn to qualify for a refund. Ensure items are adequately protected when returning as we cannot refund items that have been damaged as a result of poor packaging. Unworn earrings are returnable.
Returns are not pre-paid unless you have received a faulty product. If you have received a faulty product, we're sorry! Please contact us on firstname.lastname@example.com so we can arrange the next steps. If we request that you return the item to us for inspection, please note that we cannot refund more than £2 for signed for delivery. Please do not return via special delivery as we cannot cover the cost for this.
Our Packaging
honu is a plastic-free zone! We package all of our orders with the environment in mind as our highest priority. Therefore, we do not use gift boxes but instead paper bags for rings and earrings, and individual envelopes for chains. We keep the size and weight of our packages to an absolute minimum which helps lower our carbon footprint and impact on the environment during delivery.


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NASA has just released a photo captured by its Hubble Space Telescope that reveals a deep cosmic entity that looks suspiciously like a Space Invader. Not an alien race bent on human destruction, but rather a cluster of galaxies located billions of light years from Earth (dubbed "Abel 68"), observations of which bear a striking resemblance to the pixelated extraterrestrials of the classic 1970s arcade game.
Via Universe Today's Nancy Atkinson:
Here, Abell 68, a massive cluster of galaxies, acts as a natural lens in space to brighten and magnify the light coming from very distant background galaxies. Just like a fun house mirror, lensing creates a fantasy landscape of arc-like images and mirror images of background galaxies. The foreground cluster is 2 billion light-years
away, and the lensed images come from galaxies far behind it. This image was taken in infrared light by Hubble's Wide Field Camera 3, and combined with near-infrared observations from Hubble's Advanced Camera for Surveys.
Weirdly, Abel 68 somehow manages to look even more sinister than any of the game's various baddies ever did:
NASA Goddard Photo and Video via Universe Today. Tons more photos and info over at HUBBLESITE.


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The focus of our work in the Hutchison Lab (HutchLab) is on developing synthesis approaches to preparing functional and nanoscale materials with applications such as nanoelectronics, chemical/biological sensing, biomedicine, and nuclear waste processing/remediation. Our group has made a number of important contributions in each class of materials. [more on research in the HutchLab]
Members of the HutchLab have been leaders in the emerging areas of green chemistry and greener nanoscience. Group members contributed to the first green chemistry curriculum for the undergraduate organic chemistry laboratory and to the textbook (Green Organic Chemistry: Strategies, Tools and Laboratory Experiments) published by Professors Hutchison and Doxsee. Professor Hutchison founded the first center for green nanoscience (The Safer Nanomaterials and Nanomanufacturing Initiative) based upon the cutting edge research carried out by group members.


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Walt Pix From NYC
Here are some lovely pictures shot by our very own Walt Mossberg from the Apple store on Fifth Avenue in Manhattan today, which was essentially the craziest iPhone location from around the country on "iDay."
Walt was in the Big Apple, so to speak, to appear on the Charlie Rose show tonight to talk about, wait for it, the iPhone and his review of the device that appeared earlier this week. We will post a link here to the show or highlights as soon as we get info.
Until then, here is Walt's short photo essay of the chaos:


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An elderly Florida woman was attacked by a pit bull Friday while she was taking a shower.
Joan Brown Benitez was at a neighbor's Howey-in-the-Hills home using the shower when several dogs entered the home through a doggie door and one of the dogs, an 18-month-old pit bull, attacked her. It was unclear why Benitez was showering at her neighbor's home.
The 73-year-old was rushed to a nearby Lake County hospital with cuts and punctures on her arms and legs, the Associated Press reported.
The dog, named Marley, was turned over to animal services and will be euthanized after a 10-day quarantine if the owner does not reclaim it. A female pit bull living at the home also was turned over to animal services.
The dog's owner, James Rhew, told police the dog went after his neighbor because he was not familiar with her since she had been in his home only a couple of times.
Maybe a handshake first would have helped.
"Shower curtain" photo by Jenny Downings


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Juggalo Dating 101 — The Insane Clown Posse's Unauthorized Guide to Online Dating
"Don't worry sugartush, there is someone for everyone." -- Excerpt from an email our mom sent us today.
If you've somehow missed this until now, a Juggalo (or Juggalette) is the name used by fans of the Insane Clown Posse. They paint their faces, wear mall-metal uniforms, and are, for all intents and purposes, "Down With The Clown." They're also really into Faygo soda.
To each sugartush his/her own, right? Some matches are harder than others though, and from where we're sitting, Juggalos/ettes could probably use some help finding a partner in this big sea of mostly un-painted faces. That's why we've put together a few Juggalo dating tips, with the help of some images from the genius Tumblr OKCupid Juggalos.
Always remember, friends. Love is a...Miracle:
Online Dating Tips for Juggalos:
- 1
Use Good, Clear Photos
In the world of online dating, visuals are a powerful tool. Make sure to include a balanced amount of clear photos of your face, as well as some pictures that give visitors an idea of what the rest of you looks like. Also, maybe don't tell them that you eat the free samples from pet stores, because what could that possibly mean?
- 2
Be Upfront About Your Core Beliefs
Fundemental differences are often the catalyst for strife in a relationship, be it religion, the desire for a family, or a requirement that each holiday be celebrated by slathering a thick layer of children's poster paint into each pore of your face. If you know that you have a non-negotiable, express it early and avoid trouble. Whoop whoop, Juggalo family?
- 3
Highlight Your Strengths
Stack your online profile with an explanation of what you like, what you're good at, and what you're excited about doing in the future. No dude, we know you like ICP a whole lot. They're great, sure. How about other than that, you know? Sex and ICP, got it.
Editor's Note: The caption of this photograph combined with his smirk makes it a threat, not a promise.
- 4
Be Honest
It's pretty common knowledge that the official soda of the Juggalo...movement(?) is Faygo, but did you know that the officlal motto of the group was recently changed to "Y.O.L.O?" That's not true, but it's a good rule of thumb for online dating in general.
Eventually, the people you are dating will find out who you really are, so there's no sense in hiding too much. Although, maybe hold back a bit more than this dude? Just for a little while, we know you like to express yourself.
- 5
Actually, Nevermind
This guy followed every single one of the rules, I think we need a new strategy.
...Or maybe we just need to adopt a possum.


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Rail timetables
To help plan your itinerary, timetables can be viewed by selecting from the following links below. When you are ready to make a booking please go to the relevant section of the Rail Europe website.
Please note that although timetables may be viewed some months in advance, Rail Europe can only confirm reserved services within 8 to 12 weeks of the travel date for most trains (How Far in Advance Can I Book a Train). Many services do not offer or require reservations and/or may only be able to be reserved locally.
UK/European Rail Timetables
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USA Timetable
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Please note: Some of the links on this page are to third party websites. Rail Europe is not responsible for or required to maintain or update the links, and makes no representation, warranties, nor accepts liability in relation to material contained on third party websites.
The links should not be construed as an endorsement by Rail Europe for any information, products or services offered by third party sites.
Rail Europe is not responsible for the privacy practices of such other sites and encourages users to read the privacy statement of each site visited.


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You are here: Home ‹ Board index ‹ Movie Discussion ‹ All Other/Older Movies ‹ (2010) I Love You Phillip Morris
What would you do if Jim really got in jail?
Discuss this movie. Filmed April 29-June 30, 2008
Available on DVD and Blu-ray.
Hmm....well, I would send him letters as often as I could, and visit him too. I would love to break him out, but with my luck I would get caught somehow.
One person's craziness, is another person's reality. ~ Tim Burton
it was a LONG LONG LONG LONG LONG LONG LONG LONG time ago when i got a shiny penny when i was 5 and Jim stole it WAHHHHHHHH!! HAHAH JUST KIDING!!!
I'm in LOVE with him and I Feel Fine
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Catholic Encyclopedia – Seven Robbers
(Septem Latrones), martyrs on the Island of Corcyra (Corfu) in the second century. Their names are Saturninus, Insischolus, Faustianus, Januarius, Marsalius, Euphrasius, and Mammius. The greek menologoies inform us that Saints Jason and Sosipater, who had been instructed in the Christian religion by the Apostles or by Christ Himself, came to the Island of Corcyra to preach the Gospel of Christ. After making numerous conversions they were cast into a dungeon where the above-named seven robbers were imprisoned. They succeeded in converting the robbers who were then taken outside the city and martyred by being cast into caldrons that were filled with seething oil and pitch. Some Greek menologies mention them on 27 April, others on 29 April. In the Roman martyrology they are commemorated on 20 April.


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Use arrow keys or WASD to fly the airplane.
3D flying game where you have to fly an airplane around track and compete with other pilots. Win races, earn money and upgrade the plane.
Date added: 07, March 2014
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Online 3D Games
Welcome to 3dforgames.com, your zone to play free online 3d games. Stocked each day with new free 3d games, including 3d action games, 3d basketball games, 3d flying games,3d motorcycle games, 3d driving games,3d shooting games,3d football games,3d gun games, 3d truck games, 3d multiplayer games, 3d racing games, 3d parking games, 3d zombie games, and more unity3d games.
Did you know that: you can rate every game you play, you can share your favorite game with your friends on Facebook,Myspace,Twitter and more. happy and fun.Cool Boxing Games


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The College of Arts and Sciences (COAS) offers majors and minors in 15 departments: Art and Design; Biology; Chemistry; Communication; Criminology and Criminal Justice; English; History; Languages, Literatures, and Cultures; Mathematics and Statistics; Music; Philosophy and Religious Studies; Physics; Political Science and Public Administration; Psychology and Sociology, Anthropology, and Social Work. COAS also offers a major and minor in International Studies as well as Interdisciplinary Studies. In addition, COAS is home to the Pre-Law and Pre-Medical programs.
COAS is also home to the Center for Criminal Justice Policy Research, the Center for Research and Consulting in Statistics, Economics, Ethics Center, Environmental Center, International Studies, Liberal Studies, Pre-Law, Pre-Medical, Public Opinion Research Laboratory, and the University Gallery.
The Coggin College of Business encompasses four academic departments: the Department of Accounting and Finance; the Department of Economics and Geography; the Department of Management; and the Department of Marketing and Logistics. Coggin offers a Bachelor of Business Administration degree with eight undergraduate majors (accounting, economics, finance, financial services, international business, logistics, management, and marketing) and two graduate degrees (Master of Business Administration and Master of Accountancy). Minors in Business Administration, Entrepreneurship, Finance, and International Business are also available. All Coggin College of Business programs are accredited by AACSB International-The Association to Advance Collegiate Schools of Business. Coggin's accounting programs also have separate AACSB International accreditation. Coggin houses eight research and service centers, including the Bank of America Institute, the Center for the Management of Technology in Financial Services; the Center for Economic and GIS Research; the Center for Economic Education; the Center for Entrepreneurial Studies, Research and Development/Small Business Development Center; the Center for International Business Studies; the International Center for Competitive Excellence; and the Paper and Plastics Education Research Institute.
The College of Computing, Engineering and Construction houses the School of Computing, School of Engineering, the Department of Construction Management, and the Taylor Engineering Research Institute.The School of Computing offers Bachelor of Science and Master of Science degrees in computer and information sciences. The School of Engineering offers a Bachelor and Master of Science in electrical engineering, a Bachelor and Master of Science in civil engineering, and a Bachelor and Master of Science in mechanical engineering. The Department of Building Construction Management offers a Bachelor of Science in building construction. The undergraduate computer science program and information systems program are accredited by the Accreditation Board for Engineering and Technology (ABET), Computing Accreditation Commission. The Bachelor programs in Electrical Engineering, Civil Engineering, and Mechanical Engineering are accredited by the Accreditation Board for Engineering and Technology (ABET), Engineering Accreditation Commission. The Building Construction program is accredited by the American Council for Construction Education (ACCE).
The College of Education and Human Services encompasses four academic departments. The Department of Childhood Education, Literacy and TESOL houses undergraduate and master's programs in Elementary Education and Pre-kindergarten/Primary Education as well as coursework in Literacy Education and English for Speakers of Other Languages (ESOL). The Department of Foundations and Secondary Education includes undergraduate programs in Mathematics Education, Science Education, English Education, Social Studies Education, Middle Grades Mathematics/Science Education, Physical Education, and Art Education as well as a master's program in Secondary Education and various foundations of education courses. The Department of Exceptional, Deaf and Interpreter Education houses undergraduate and master's programs in Special Education and Deaf Studies/Deaf Education. The Department of Leadership, School Counseling and Sport Management houses the master's program in Counselor Education, master's and doctoral programs in Educational Leadership, and the undergraduate program in Sport Management, as well as coursework in educational technology. The College's professional education unit is accredited by the National Council for Accreditation of Teacher Education, and teacher education programs are approved by the Florida Department of Education. The Counselor Education program is accredited by the Council on Accreditation of Counseling and Related Educational Programs. The Deaf Education program is accredited by the Council of Education of the Deaf.
The Brooks College of Health houses the School of Nursing, the Department of Public Health, the Department of Nutrition and Dietetics and the Department of Clinical and Applied Movement Sciences.
The School of Nursing offers the Bachelor of Science in Nursing, serving students who have graduated from associate degree or diploma schools (RN-BSN track), basic (non-nurse) students (regular prelicensure track) and second degree students (accelerated prelicensure track). The School of Nursing offers a Clinical Nurse Specialist degree at the Master level, as well as the Doctorate in Nursing Practice with tracks in Family Nurse Practitioner and Nurse Anesthesia and a post-Masters DNP. All programs are accredited by the Commission on Collegiate Nursing Education.
The Department of Public Health offers the Bachelor of Community Health aligned with competencies delineated by the National Commission for Health Education Credentialing; Bachelor of Health Administration certified by the Association of University Programs in Health Administration; Master in Public Health accredited by the Council on Education for Public Health; Master of Health Adminstration accredited by the Council on the Accreditation of Health Management Education; and Master of Science in Clinical Mental Health Counseling accredited by the Council for Accreditation for Counseling and Related Education Programs.
The Department of Nutrition and Dietetics offers a Bachelor of Science in Nutrition and Dietetics and a Master of Science in Nutrition and Dietetics. Both programs in nutrition are accredited by the Accreditation Council for Education in Nutrition and Dietetics of the Academy of Nutrition and Dietetics.
The Department of Clinical and Applied Movement Sciences offers a Bachelor of Science in Athletic Training accredited by the Commission on Accreditation of Athletic Training Education; Bachelor of Science in Health with a concentration in Exercise Science that is accredited by the Commission on Accreditation of Allied Health Education Programs, Committee on Accreditation for the Exercise Sciences; Master of Science in Health with a concentration in Exercise Science and Chronic Disease; and Doctorate of Physical Therapy accredited by the Commission on Accreditation in Physical Therapy Education.
The Hicks Honors College offers a comprehensive four-year program with multiple options to meet student career goals and aspirations through experiential learning in an interdisciplinary setting. The program is individualized to enable students to distinguish themselves by providing opportunities to make valuable connections, gain access to resources, and build exceptional credentials.
The Hicks Honors College presents an exciting diversity of courses, professors, and types of learning experiences designed to help students be successful in any major or career interest.
Requirements for these degrees are enumerated in sections of the University catalog dealing with the colleges, divisions, and institutional programs.
The Office of the Dean of the College of Arts & Sciences coordinates university services for the general education offerings. Questions about this program should be directed to this office.
The General Education program at UNF is governed by the General Education Council. The Council's membership consists of college representatives, one appointee by each college, and representatives elected to two-year terms by the Faculty Association, one from each of four disciplinary areas: humanities, social sciences, natural sciences, and mathematical sciences. The General Education Council sets general education policy, general education curricular matters, and assessment of the program. The Dean of the College of Arts and Sciences or designee administers the policies and curriculum as determined by the General Education Council.
The UNF Hicks Honors College recruits high profile students as FTIC, as transfer students, and from within UNF. The College accepts applicants for the fall of each year. During the first two years of college, students take a total of 15 credits of Honors courses, including the Honors Colloquium course which is offered each fall. Most of the Honors courses count toward General Education requirements, however the Honors program makes every attempt to offer both prerequisite courses and major field courses where possible. Each year the Program offers several Honors courses with international travel components. At the upper level, students can participate in the Honors in the Major in cooperation with their major department. Students who complete the requirements of these programs will have the appropriate designation on their transcripts and diplomas.
The Hicks Honors College began in Fall 1990 as a program. Honors in the Major began in Fall 1991; Interdisciplinary Honors began in Fall 1997. The Director of the Honors Program has responsibility for administration of the Honors Program. The Hicks Honors College Council is an advisory group including elected faculty members (through Faculty Association), faculty currently teaching in Honors, Honors staff, and Honors student leaders.
Faculty members interested in teaching an Honors course are encouraged to contact the Honors Program Dean. https://www.unf.edu/hicks/
As a part of the State University System, UNF is subject to the terms and conditions of Florida's Postsecondary Education Articulation Agreement. The Articulation Agreement provides a basic framework within which students who complete associate of arts degree (AA) programs at a Florida state university or a public community or junior college under specified conditions are assured of admission to a state university and the acceptance of their general education program and AA course work.
The administration of UNF's compliance with the Articulation Agreement (as well as other state statutes related to the transfer of students) and the development and implementation of related programs and activities are the responsibility of Enrollment Services through the Office of Admissions. The primary function of this office is to maintain active communication with each of Florida's twenty-eight community colleges through on-site orientations, staff visits, advisors' workshops, and participation in the State Board of Community Colleges meetings; and, through various publications for the community colleges and the latest update of the UNF Transfer Student Counseling Manual. Faculty who are interested in learning more about Florida's 2 + 2 postsecondary education program or the community college associate of arts degree programs (which provide the first two years of study for the majority of UNF's students) are encouraged to contact Enrollment Services, Office of Admissions, Articulation Officer.
Master's Programs
Doctoral Programs
In concert with the University's academic colleges, the Graduate School supports and promotes graduate education at the University of North Florida by developing, maintaining, and enhancing excellent graduate programs and an excellent graduate faculty. Our programs cultivate students' advanced knowledge and skills in their chosen fields, encourage their proficiency with research and other forms of scholarship, and are relevant to our students and to the communities we serve.
The authority and governance responsibilities for graduate programs rest with the Dean of the Graduate School as delegated by the Provost. The primary task of the Dean of the Graduate School is to articulate and recommend to the Provost and the President those policies and procedures that bear on graduate standards, maintenance of quality programs, and the centralization of operations that serve the interests of students, faculty, and graduate programs. The Dean of the Graduate School also works with the Provost and the President in reviewing proposals for new graduate programs at the University. Within this framework, the primary responsibility of the Dean of the Graduate School is to provide administrative oversight and to supervise graduate programs. The Dean of the Graduate School works with the Graduate Council, College Deans, and the graduate faculty in the development of policies and procedures for the administration of graduate studies and to secure support for graduate students.
The University of North Florida operates on a decentralized approach in the administration of graduate programs. Within this framework, the primary responsibility for graduate programs is vested in the graduate faculties of the individual colleges, divisions, and departments. A dean, associate dean, or other administrator is responsible for the operation of graduate programs in a department or college. In the formation of policy, procedure, and practice, administrators and faculty work with the Dean of the Graduate School in a dynamic, interactive, and collegial way. The final authority in all matters of policy, program, and change rests with the Provost and the President.
The Graduate Council serves as the faculty's representative body for governance of the Graduate School at the University of North Florida. The Graduate Council is vested with the responsibility of formulating, reviewing, disseminating, and monitoring the implementation of policies and procedures concerning graduate education at the University of North Florida, including but not limited to:
To that end, the Council approves all proposals for new graduate programs or changes to current programs. The Council approves renewal of graduate faculty and requests for non-graduate faculty to teach graduate courses. The Council's advice may be sought regarding the allocation of graduate assistantship funding, but the Council will not allocate such resources.
Graduate Council policies, including all policy and procedural information published in the Graduate Catalog and other university documents, are subject to review and approval by the College Deans, the Dean of the Graduate School, the Provost, and the President. They may also be subject to review and approval by the Faculty Association.
Structure of the Graduate Council
The Graduate Council is composed of voting and non-voting members. The membership is determined as follows:
The following guidelines prescribe the designation of Council members.
Graduate faculty are those faculty approved by the Dean of the Graduate School and Graduate Council to teach graduate courses and/or to offer direct assistance to graduate students in their graduate programs. Teaching graduate courses does not automatically confer graduate faculty status.
All full-time tenured or tenure-earning faculty who possess the earned doctorate/terminal degree in the teaching discipline or a related discipline are eligible to become members of the graduate faculty. Nontenure-earning faculty who otherwise fulfill the eligibility criteria may become members of the graduate faculty when the particular case, as determined by the Dean of the Graduate School, warrants.
The initial appointment of faculty to graduate status, whether for current faculty new to graduate programs or faculty new to UNF, may be recommended to the Dean of the Graduate school at any time. Academic departments with graduate programs will recommend qualified faculty who are, or will be, actively involved with teaching graduate courses and/or offering direct assistance to graduate students for appointment to the graduate faculty. The Dean of the College will review each such nomination and add a recommendation. (The College Dean has the right not to forward names she/he does not judge to be appropriate.) The nomination will then be forwarded to the Dean of the Graduate School.
Each college has specific criteria for graduate faculty status which have been approved by the appropriate dean, by the Graduate Council, by the Dean of the Graduate School, and by the Vice President for Academic Affairs. Once approved, these criteria form the basis on which each college makes its recommendations to the Dean of the Graduate School and the Graduate Council for appointment to and retention of graduate faculty status. These criteria capture in ways determined by the faculty in a particular college to be appropriate to that college (1) active involvement with teaching graduate courses and/or offering direct assistance to graduate students, (2) appropriate pursuit of a scholarly agenda, and (3) instructional effectiveness in her/his graduate level courses.
College Specific Criteria
Brooks College of Health Graduate Faculty Membership Criteria
Coggin College of Business Graduate Faculty Membership Criteria
College of Computing, Engineering & Construction Graduate Faculty Membership Criteria
College of Arts & Sciences Graduate Faculty Membership Criteria
College of Education & Human Services Graduate Faculty Membership Criteria
Review of Graduate Faculty Membership Status
A member of the graduate faculty who is a professor is reviewed every ten years, beginning from the time she/he was promoted to professor. A member of the graduate faculty who is an associate professor or an assistant professor with tenure is reviewed every five years, beginning from the time she/he was promoted to associate professor or was awarded tenure, respectively. Tenure-earning members of the graduate faculty are reviewed at the time of hire.
If the case provided by the candidate demonstrates that the College-specific criteria are met, as judged by the College Dean and endorsed by the Dean of the Graduate School, the Graduate Council will consider the graduate faculty member to have achieved renewal.
Doctoral Teaching Faculty
The Doctoral Teaching Faculty consists of those members of the graduate faculty who regularly teach in UNF doctoral programs (DNP, DPT, EdD).
Doctoral Teaching Faculty in the EdD Program in Educational Leadership
Members of the Graduate Faculty from other colleges in the University who regularly teach courses within the doctoral program in the College of Education and Human Services or serve on students' doctoral dissertation committees shall be recognized as Doctoral Teaching Faculty and invited to participate in seminars, workshops, and other events sponsored by the Doctoral Studies Faculty in the College.
Doctoral Studies Faculty
Graduate faculty may be eligible to serve as members of the Doctoral Studies Faculty in order to serve on doctoral committees, doctoral dissertation committees, and chair the graduate work of doctoral students. Eligibility requirements for doctoral faculty status are determined within the college that offers a doctoral program.
Eligibility Requirements for Doctoral Studies Faculty Status in the EdD Program in Educational Leadership
Doctoral studies faculty members are graduate faculty members who also serve as faculty sponsors and research mentors for students enrolled in a doctoral program and who vote on all matters presented to the Doctoral Studies Faculty. Doctoral studies faculty must:
Doctoral studies faculty may serve as chairpersons of doctoral dissertations provided they:
Inactive Status of Doctoral Studies Faculty in the EdD Program in Educational Leadership
A member of the Doctoral Studies Faculty will be considered to be inactive if:
A doctoral studies faculty member on inactive status may petition for reinstatement by providing documentation of renewed scholarly activity and involvement in graduate education. Reinstatement is made by the Dean of the College of Education and Human Services subject to the recommendation of the Doctoral Studies Faculty.
Appointment of Consulting Faculty in the EdD Program in Educational Leadership
Consulting faculty may be appointed to serve as consultants to the program and as facilitators for the provision of clinical experiences.
The roles of consulting faculty members are defined as follows:
Qualifications of the consulting faculty member are as follows:
The mission of the UNF Division of Continuing Education is to provide a leadership in developing, promoting and delivering educational programs that meet the diverse needs of lifelong learners. As one of several UNF academic support units, the Division of Continuing Education performs a vital outreach function for the University through its many programs and services. Educational opportunities include instructor led seminars and certificate programs, courses and conferences. These include:
The Division manages an extensive non-credit continuing education program which offers over 450 courses per year to over 5,500 participants. Faculty/staff members who wish to conduct non-credit educational programs should contact the Dean of Continuing Education. Faculty members who teach continuing education programs are compensated from funds generated by the program.
The Division provides professional management services for businesses, organizations, professional associate and UNF departments. An event can be held on the UNF campus, at a hotel or resort, or any other location appropriate for the event.
The Division provides specifically design training solutions and executive coaching for organizations. Faculty/staff members who wish to conduct programs should contact the Dean of Continuing Education. Faculty members who teach continuing education programs are compensated from funds generated by the program.
In 1982, the State University System established the Florida Institute of Education as a system-wide entity designed to serve the entire state. The only state-level agency of its kind in the nation, the Institute was assigned to the University of North Florida and charged with responsibility for planning and developing collaborative programs and activities among Florida's universities, community colleges, and public schools.
The Florida Institute of Education provides statewide leadership to improve education at all levels by working collaboratively with Florida's universities, community colleges, public schools, school readiness agencies, and communities to:
The Office of Research and Sponsored Programs (ORSP) is designated as both the advocate and the administrative oversight office for all externally funded contracts and grants related to the research, training, and public service activities within the University. ORSP provides proposal and funding advice and assistance, award negotiations, post-award administration, accounting services, and financial administration for faculty interested in grants and contracts. Through the programs which it administers, ORSP contributes to professional development of faculty, enhances the educational experiences of students, and facilitates the University's efforts to address critical concerns of the community and region.
Established in 1945, the University Press of Florida (UPF) ranks in the top third of publishing houses in the Association of American University Presses (AAUP) and is the second largest university press in the Southeast in new titles published. The Press has 1,100+ titles in print and, at any given time, some 90 titles in production and 200+ additional titles under contract. UPF is a member of the AAUP and the Society for Scholarly Publishing.
A nonprofit publishing house, UPF operates as a Type 1 Research Center in the SUS and as a publishing business. The director reports to the president of the University of Florida, who supervises the UPF on behalf of the other SUS universities. An Editorial Committee, made up of faculty representatives from each of the ten public universities, determines whether manuscripts submitted to it meet the academic, scholarly, and programmatic standards of the Press.
UPF is dedicated to advancing the professional excellence of American university presses by publishing the finest national and international scholarship the fine arts, American religion, Southern history, Latin American and Caribbean studies, literary criticism, Middle Eastern studies, environmental studies, archaeology, anthropology, natural history, horticulture, natural science, and space and technology. In recognition of the State University System's educational outreach and public role, UPF also publishes books of general interest and significance for our region and our state.
Manuscripts may be submitted to Editor-in-Chief, University Press of Florida, 15 NW 15th Street, Gainesville, FL 32611. Inquiries may be directed either to that address or to Professor Bizot, Department of English, UNF. For general information about the University Press of Florida and for specific contact information, visit its website: www.upf.com.


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The Summer Village of Poplar Bay
Our Mission is to provide the residents of The Summer Village Of Poplar Bay an opportunity to stay informed of current issues and events, and to provide more convenient methods of communicating with the council members.
We thank you for visiting and we encourage you to take a tour of our site. We welcome your comments and suggestions.


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Privacy Policy
Digicel is committed to respecting your privacy and to complying with applicable data protection and privacy laws. This Data Privacy Statement is provided to help you understand how we may collect, use, protect, and otherwise deal with your personal information.
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INSPIRE WMS View Service for the theme Geographical Grid Systems (GGS) - Grid_ETRS89-GRS80
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|INSPIRE WMS View Service for the theme Geographical Grid Systems (GGS) - Grid_ETRS89-GRS80
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|INSPIRE view service for theme Geographical Grid Systems - Grid_ETRS89-GRS80. The coordinate grid provides a possibility to prepare data image for INSPIRE theme Geographical Grid Systems on the territory of Czech republic. The service fulfils Technical guidance for INSPIRE view services v. 3.11 and simultaneously fulfils the OGC WMS 1.1.1 and 1.3.0 standards.
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|Czech Office for Surveying, Mapping and Cadastre, Srovnal Pavel, Mgr. , phone: +420 284 041 860 , e-mail: firstname.lastname@example.com
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